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Digitized  by  the  Internet  Archive 

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http://www.archive.org/details/detailedplansinsOObeimrich 


DETAILED 
PLANS  AND  INSTRUCTIONS 

For 

Organizing  and  Operating 

A 

Co-operative  Delivery  System 


by 

E.  W.  BEIMFOHR 


Home  Office: 

141  South  Fourth  Street 
SAN  JOSE,  CALIFORNIA 


Copyrighted    1917 

By 
E.    W.    BEIMFOHR 
141    South    Fourth    Street 
San    Jose,    California 


.  , 


HFrwf 

CONTENTS      &<fS 

INTRODUCTION  $  I  j         I 

FORMATION  OF  COMPANY  i^   -        / 

1.  Organization  /    /  f\Z*\J 

2.  Capitalization 

3.  Stock    Subscription 

4.  Appraisal  of   Equipment 

5.  Articles    of    Incorporation 

6.  By-Laws 

7.  Employment    Contract    for   Drivers. 

DELIVERY   SCHEDULE 

1.     Method   of   Educating  the   Customer 

MANAGER 

1.     His   duties   and   qualifications 


WORKING 

EQUIPMENT 

1. 

Vehicles 

2. 

Delivery  Boxes 

(a) 

Best    kind    to    use 

(b) 

Size 

(c) 

Construction 

(d) 

Number    Required 

3. 

Blan 

k  Forms 

(a) 

Manifests 

(b) 

C  O.  D.  Checks 

(c) 

Credit  Memos. 

(d) 

Miscellaneous    Goods   Ticket 

(e) 

Item    Short   Tag 

(f) 

Substitution   Tag 

(8) 

Notice   of  Call 

(h) 

Drivers'   Cash    Reports 

(i) 

Drivers'   Route   Sheets 

(j) 

Pick-Up,   or    Package   Call   Checks. 

CENTRAL  STATION 

1.  Purpose 

2.  Size 

3.  Interior    Arrangement    with    Drawings 

DELIVERY  ROUTES  OR  DISTRICTS 

1.     Best   method   to   obtain    proper   division    of  city. 

CHARGES   FOR  DELIVERY   SERVICE 
1.    Best  Method 

(3) 

371562 


DETAILED  INSTRUCTIONS 

1.  To  Clerks  and  Merchants 

2.  To  Drivers 

3.  To   Manager 

COLLECTION  OF  GOODS 

1.  Going  Out 

2.  Returned 

3.  Produce    Sent    In 


SYSTEMS  INSTALLED  BY  THE 
AUTHOR  AT 

Aberdeen,   Washington  Watsonville,    California 

Hoquim,   Washington  Redwood  City,  California 

Everett,  Washington  San  Jose,  California 

Bellingham,  Washington  Coalinga,  California 

Seattle,    (Ballard)   Washington  Palo  Alto,  California 


iii 


INTRODUCTION 


The  purpose  of  this  work  is  to  assist  merchants  in 
carrying  into  effect  the  recommendations  of  the  Commer- 
cial Economy  Board  of  the  Council  of  National  Defense 
in  regard  to  Co-operative  Delivery. 

The  government  as  an  economic  war  measure,  through 
the  Council  of  National  Defense,  is  recommending  and 
urging  the  merchants  of  the  country  to  adopt  co-opera- 
tive delivery.  The  fact  that  the  government  never  recom- 
mends until  it  has  first  made  a  thorough  investigation, 
should  make  its  recommendation  of  Co-operative  Deliv- 
ery doubly  convincing  to  those  who  would  profit  by  adopt- 
ing it.  The  Commercial  Economy  Board  of  the  Council 
of  National  Defense  has  made  a  careful  investigation  of 
Co-operative  Delivery  and  has  recently  issued  bulletins 
setting  forth  its  findings.  These  bulletins  may  be  ob- 
tained from  the  government  by  addressing  the  Com- 
mercial Economy  Board  of  the  Council  of  National  De- 
fense, Washington,  D.  C.  I  submit  herewith  a  few 
extracts  from  these  bulletins : 

"A  study  of  Co-operative  Delivery  Systems  under- 
taken several  months  ago  by  the  Commercial  Economy 
Board  of  the  Council  of  National  Defense  has  shown  that 
such  systems  have  commonly  saved  from  40%  to  50%  in 
investments  and  operating  costs  as  compared  with  the 
individual  systems  replaced." 

"The  first  results  of  the  investigation  covering  Co- 
operative Systems  in  47  cities  and  towns  have  just  been 
made  public  by  the  Board.  These  cities  and  towns  are 
located  in  20  different  states,  and  range  in  population  from 
less  than  1,000  to  more  than  200,000." 

"In  one  city  of  12,000  population  14  wagons  were 
found  to  be  doing  the  work  which  under  the  old  system 
required  20.  One  grocer  in  a  town  of  4,000  had  cut  his 
delivery  expenses  from  $1,638  to  $806  a  year.  A  merchant 
in  another  town  reduced  his  delivery  expense  from  $675 
to  $?24  a  month.  Eleven  stores  in  another  place  re- 
ported an  annual  saving  of  $5,000.  In  one  city  9  wagons 
replaced  17,  and  in  another  11  men,  14  horses  and  one 
car  replaced  21  men,  32  horses  and  4  cars." 

(5) 


"The  saving  generally  did  not  mean  less  service  to 
the  public.  In  a  number  of  instances  the  service  was  ac- 
tually increased." 

"Several  factors,  the  Board  states,  contribute  to  the 
savings  which  generally  result  from  Co-operative  Delivery. 
Depreciation  charges  on  vehicles  is  greatly  reduced,  be- 
cause instead  of  several  wagons  or  trucks  covering  the 
same  district,  one  does  the  work.  In  place  of  several  com- 
plete equipments,  one  will  do.  Wagons  are  likely  to  go 
out  more  fully  loaded.  More  deliveries  are  made  per  mile 
of  driving.  Several  supervisors  are  replaced  by  one.  A 
unified  and  more  economical  planning  of  routes  is  made 
possible." 

wIn  the  present  emergency,  the  Co-operative  Delivery 
System  constitutes  a  definite  opportunity  for  retail  mer- 
chants to  contribute  to  the  effectiveness  of  the  country  in 
the  war.  The  Board  believes  that  in  thousands  of  cities 
and  towns  in  the  United  States  merchants  will  unite  to 
establish  such  systems  once  the  facts  are  laid  before  them." 

The  author  believes,  as  stated  above,  "that  in  thou- 
sands of  cities  and  towns  in  the  United  States  merchants 
will  unite  to  establish  such  systems",  provided  that  they 
are  supplied  with  definite  information  just  how  to  pro- 
ceed to  organize,  how  to  arrange  the  interior  of  the  Central 
Station,  what  blank  forms  to  use,  and  how  to  properly 
manage  the  operation  of  the  company.  For  the  purpose 
of  supplying  this  information,  the  writer  has  prepared 
this  book  The  plans  submitted  are  the  result  of  five- 
year^  of  actual  active  exeprience  in  installing  and  operat- 
ing Co-operative  Delivery  Systems  and  should,  therefore, 
be  followed  closely  and  no  change  attempted  until  actual 
experience  proves  any  change  to  be  practical  and  an  im- 
provement on  those  submitted. 

E.    W.    BKTMFOHR, 


(6) 


Detailed  Plans  and  Instructions  for 
Organizing  and  Operating  a  Co- 
operative Delivery 
Company 

FORMATION  OF  COMPANY 

Organize  the  merchants  interested  into  a  company  or 
corporation,    by  having-    each    merchant    subscribe  for  as 

many  shares  of  stock  as  the  value  of  his  present  delivery 
equipment  plus  the  number  of  shares  he  may  wish  to  pay 
for  in  cash. 

Capitalize  for  an  amount  large  enough  to  permit  those 
owning  delivery  equipment  to  turn  it  in  for  stock  in  the 
company,  and  also  to  take  some  stock  in  cash.  A  capitali- 
zation of  Ten  Thousand  Dollars  will  be  sufficiently  large 
for  most  cities.  Do  not  capitalize  for  more  than  is  neces- 
sary.    Make  par  value  of  a  share  one  dollar. 

Appoint  an  impartial  appraisal  committee  to  set  a 
value  on  the  delivery  equipment  of  each  merchant  co- 
operating. If  a  satisfactory  value  is  reached,  issue  stock 
of  the  company  to  the  merchant  for  the  amount  decided 
upon,  taking  a  bill  of  sale  for  the  equipment  so  purchased. 
Should  it  be  impossible  for  the  appraisal  committee  and 
merchant  to  reach  a  satisfactory  valuation,  then  allow  the 
merchant  to  keep  the  equipment  and  pay  the  appraised 
value  of  his  equipment  in  cash  for  stock  in  the  company. 

Tt  is  desirable  that  the  company  should  have  some 
ready  cash  with  which  to  pav  initial  expenses,  so  each 
member  should  subscribe  for  a  few  hundred  shares  of  stock 
for  cash. 

The  amount  of  cash  required  will  depend  upon  the 
size  of  the  company.  Since  delivery  equipment  is  ob- 
tained bv  taking  over  that  owned  by  the  merchant,  and 
is  paid  for  by  issuing  stock  in  the  company,  a  compara- 
tively small  amount  of  cash  is  necessary.  Initial  ex- 
penses, such  as  obtaining  delivery  boxes,  the  printing  of 
schedule  cards,  blank  forms,  the  preparation  of  the  Cen- 
tral Station,  will  require  some  cash.  ^  All  operating  ex- 
penses can  be  met  bv  collections  from  the  merchants  for 
delivery  service.  The  amount  collected  should  be  suf- 
ficiently large  to  provide  a  sinking  fund  in  addition  to 
paying  operating  expenses. 

(7) 


Articles  of  Incorporation 

of 
KNOW  ALL  MEN  BY  THESE  PRESENTS: 

That  we,  the  undersigned,  all  of  whom  are  residents 

and  citizens  of  the  State  of ,  have 

this  day  voluntarily  associated  ourselves  together  for  the 
purpose  of  forming  a  corporation  under  the   laws  of  the 

State  of ,  and  we  do  hereby  form 

such  Corporation, 

AND  WE  DO  HEREBY  CERTIFY  AS  FOLLOWS 

I. 

7'hat  the  name  of  said  corporation  shall  be 

II. 
That    the    purposes    for    which     said    corporation    is 
formed  are.: 

1.  To  receive  from,    and    deliver    for  Merchants  and 

other  Persons  engaged  in  business  in , 

County  of  ,   State  of 

,  and  other  places  in  said  County 

of ,  goods,  wares  and  merchan- 
dise; to  deliver  goods,  wares  and  merchandise  to  the 
persons  designated  by  said  Merchants,  and  other  persons, 
at  their  places  of  residence,  or  business,  or   elsewhere. 

2.  To  charge  and  collect  for  delivery  service,  such 
amounts  of  money  as  may  be  mutually  agreed  upon,  or 
such  sums  of  money  as  may  be  reasonably  proper  for 
such   services. 

3.  To  buy,  sell,  mortgage  and  exchange  horses, 
motor  vehicles,  and  other  vehicles,  and  all  kinds  of  per- 
sonal property. 

4.  To  buy,  sell,  lease  and  mortgage  real  estate. 

5.  To  enter  into,  make,  execute,  deliver,  receive, 
transfer  and  carry  out  Contracts  of  every  kind  and  char- 
acter with  any  person,  firm  or  association,  or  with  any  pub- 
lic, private  of  municipal  corporation. 

III. 
That  the   place   where  the  principal   business   of  said 

corporation  is  to  be  located  is  the  City  of 

County  of ,  State  of 

(8) 


IV. 

That  the  term  for  which  said  corporation  is  to  exist 
is  Fifty  (50)  Years  from  and  after  the  date  of  its  incor- 
poration. 

V. 

That  the  numbers  of  Directors  of  said  corporation 
shall  be  Five  (5),  and  that  the  names  and  places  of 
residence  of  the  Directors  who  are  appointed  for  the  first 
year,  and  to  serve  until  the  election  and  qualification  of 
"their  successors,  are  as  follows,  to  wit : 

Names  Places  of  Residence 
VI 
That  the  amount  of  the  Capital  Stock  of  said  corpora- 
tion is  Dollars,  and  the  number  of  shares 

into  which  it  is  divided  is  of  the  par  value  of 

One  (1)   Dollar  each. 

VII. 

That  the  amount  of  Capital  Stock  which  has  been  ac- 
tually subscribed  is  Shares,  and  the  following-  are 

the  names  of  the  persons  by  whom  it  is  subscribed : 

Names  Number  of  Shares  Amount 


IN    WITNESS    WHEREOF,    we    have  hereunto  set 

our  hands  and  seals  this  day  of  , 

A.  D.  191 

(Seal) 

(Seal) 

(Seal) 

(Seal) 

(Seal) 


(9) 


State  of        ) 

~                .  >    ss- 

County  ot   v 

On  the  day  of  ,  A.  D , 

before  me,  ,  a  Notary 

Public  in  and  for  the  County  of , 

State  of  ,  personally  appeared 

known  to 

me  to  be  the  persons  whose  names  are  subscribed  to,  and 
who  executed  the  within  and  foregoing-  instrument,  and 
they  acknowledged  to  me  that  they  executed  the  same. 

IN  WITNESS  WHEREOF,  I  have  hereunto  set  my 
hand   and   affixed   my   Official   Seal,   at   my   office   in   said 

County  of ,  the  day  and  year 

first  above  written. 


Notary  Public  in  and  for  the  County  of. 
State  of  California. 


(10) 


By-Laws 


By-laws  which  can  readily  be  adapted  to  the  use  of 
the  company  can  be  purchased  at  any  book  store. 

DELIVERY  SCHEDULE 

As  soon  as  the  Articles  of  Incorporation  have  been 
signed  and  the  organization  is  perfected,  the  stockholders 
should  meet  and  decide  upon  a  delivery  schedule  which 
will  best  meet  the  demands  of  the  majority. 

The  government  at  this  time  is  requesting  the  mer- 
chants of  the  country  to  make  but  one  delivery  per  day  to 
any  one  customer.  This  request  should  be  complied  with 
if  possible.  If  all  competing  merchants  join  the  co- 
operative delivery  system  it  will  be  very  easy  to  adopt 
the  "one  delivery  a  day"  schedule.  If  this  can  be  done, 
it  will  mean  a  large  saving  to  the  merchants  as  much  less 
equipment  and  fewer  men  will  be  needed  to  operate  the  sys- 
tem. Under  the  one  delivery  a  day  schedule  all  equip- 
ment can  be  sent  to  a  certain  section  of  the  town  at  8 
A.  M.  to  another  section  at  10  A.  M.,  to  another  at  2  P.  M., 
to  another  at  4  P.  M. 

If,  however,  the  co-operating  merchants  feel  that  they 
desire  for  any  reason,  to  give  more  service,  they  can  ar- 
range any  schedule  they  see  fit.  In  very  small  towns  the 
following  schedule  will  be  found  very  satisfactory,  es- 
pecially if  there  are  meat  markets  in  the  system  :  8 — 9  :30 
and  10:45  A.  M.,  2  and  4  P.  M.,  In  larger  cities  8  and  10 
A.  M.,  2  and  4  P.  M.  will  be  best.  Meat  markets  often  re- 
quire an  early  morning  delivery  for  their  hotel  and  res- 
taurant trade.  This  can  be  made  at  7 :30  o'clock.  This 
delivery  should  be  made  direct  from  the  market  to  the  ho- 
tel or  restaurant  and  not  brought   to   the    Central    Station. 

EDUCATING  THE  CUSTOMER 

As  soon  as  the  delivery  schedule  is  decided  upon, 
have  care's  printed,  showing  the  hours  at  which  the  de- 
liveries leave  the  stores.  Make  these  cards  small  enough 
so  that  they  will  insert  into  an  ordinary  size  envelope. 
Get  up  a  short,  courteous  letter  to  the  customer  and  mail 
this  together  with  the  schedule  card  a  few  days  before 
beginning  operations.     This  is  very   important. 

(ii) 


MANAGER 

Select  a  competent  manager  and  give  him  unmolested 
control  of  the  general  management  of  the  company.  He 
must  be  prompt,  decisive,  firm,  but  fair  with  his  men  and 
the  merchants.  The  success  of  the  company  will  depend 
upon  the  manager's  popularity  with  his  crew  and  the 
merchants,  and  his  close  attention  to  exactness  of  detail. 

WORKING  EQUIPMENT 
Vehicles 

If  any  of  the  equipment  turned  in  by  the  merchants 
for  stock  is  not  suitable  for  the  uses  of  the  company,  it 
will  be  real  economy  to  dispose  of  it  and  purchase  other. 

In  selecting  your  vehicles,  get  large  roomy  beds  but  a 
light  gear.  Do  not  select  a  heavy  car  for  light  delivery 
work.  The  lightest  well-built  car  capable  of  carrying  an 
average  load  of  1,000  pounds  is  the  best  for  the  purpose. 
Delivery  is  a  constant  repetition  of  starting  and  stopping. 
It  takes  more  gasoline,  tires,  and  break-band  lining  to 
start  and  stop  a  heavy  car  than  a  light  one.  I  have  found 
the  Ford  car  most  economical  in  every  respect  for  deliv- 
ery purposes.  A  Ford  chassis  with  the  wheel  base  length- 
ed  to  120  inches  and  a  delivery  bed  built  accordingly  will 
will  make  a  most  satisfactory  truck  for  light  deliver}-.  Re- 
inforce the  rear  spring  by  putting  in  an  extra  leaf  or  two. 
Great  care  should  be  exercised,  however,  not  to  overload 
a  light  car.  If  there  is  much  heavy  hauling  to  be  done, 
it  should  be  done  with  a  car  of  sufficient  capacity  to  carry 
the  load.  The  light  cars  should  be  used  for  light  delivery 
only. 

BOXES 
Folding  Delivery  Boxes 

The  delivery  boxes  best  adapted  for  use  in  co-operative 
delivery  are  the  folding  delivery  boxes  which  can  be  folded 
up  flat  when  empty.  '   (See  Plates  3  and  4) 

This  effects  a  great  saving  of  space  in  the  stores 
and  loading  station  and  greater  capacity  of  delivery  wa- 
gons because  the  boxes  ride  securely  when  stacked. 
Drivers  return  with  the  wagons  practically  empty,  per- 
mitting them  to  pick  up  goods  without  the  necessity  of 
unloading  the  empty  boxes. 

These  boxes  are  manufactured  by  the  Puffer  Hub- 
bard Mfg.  Co.  of  Minneapolis,  Minn.,  and  are  carried  in 
stock  for  coast  distribution  by  the  Pacific  Manifolding 
Book  Co..  of  Emeryville,  California.     They  have  an  equip- 

(12) 


00 


9 


Plate  3  Plate   4 

ment  for  1)randing  the  boxes  with  the  name  of  the  com- 
pany, also  for  numbering  the  boxes  so  that  they  can  be 
located  on  the  wagon  when  delivering,  by  means  of  the 
number,  which  is  placed  on  the  sales  slip  or  route  list. 
In  addition  to  the  advantages  in  the  saving  of  time  and 
space,  the  unique  construction  of  these  boxes  makes  them 
especially  durable  and  being  made  of  slats  they  can  be  kept 
in  repair  by  unskilled  help  at  a  very  slight  cost. 

STATIONARY  BOXES. 
If  for  any  reason  the  folding  box  is  not  obtainable,  a 
very  handy  delivery  box  can  be  constructed  at  any  plan- 
ing mill  or  box  factory.  The  toughest  material  obtain- 
able should  be  used  in  the  construction  of  these  boxes, 
preferably  cotton-wood,  spruce,  or  sugar  pine.  Binding 
the  ends  with  wire  countersunk  into  the  sides  and  bottom 
will  prolong  their  usefulness  many  fold.  Have  small  hand 
holes  put  through  each  end. 

Make  boxes  according  to  the  following  dimensions  : 
Inside  Measurements  Thickness  of 

Deep  Wide  Long     Sides  Bottoms  Ends 

No.  111*4  inxl3  in.x20  in.  V2  in. 
No.  2  11  in.xll  in.xl7K'in-  "A  in. 
No.  3  10  in.x  9  in.xlS  in.  ]A  in. 
No.  4  9  in.x  7j/\.  in.xl3  in.  y%  in. 
No.  5     7J/2  in.x  6x/2  in.xllj^  in.     ^  in. 

You  will  note  that  these  boxes  will 

(13) 


y2  m. 
J/2  in. 
Yi  in. 
H  in. 

3A  in. 


y%  in- 

%  in. 
H  in. 

H  in. 


y$  in. 
nest  when  empty 


thus  saving  space  in  store  and  loading  station.  The  boxes 
are  made  in  five  different  sizes  so  as  to  accommodate  a 
delivery  of  any  size. 

It  is  not  necessary  to  have  the  same  number  of  each 
size  box  made.  In  some  cities  the  smaller  box  will  be  in 
greatest  demand ;  in  others  the  larger  box  will  be  used 
most. 

Purchase  twice  as  many  boxes  as  the  greatest  number 
of  orders  sent  out  by  all  the  merchants  in  the  company. 
Number  all  boxes  consecutively.  In  numbering,  if  you 
will  use  a  certain  series  for  a  certain  size  of  box,  it  will 
assist  the  driver  to  locate  the  box  in  his  load.  For  ex- 
ample :  Number  your  small  boxes  from  1  to  100,  next  size 
from  100  to  200,  etc.  Thus  the  series  will  indicate  the 
size  of  the  box. 

Pick-Up   Boxes 

Take  as  many  of  the  regular  delivery  boxes  as  may 
be  necessary  so  that  each  store  in  the  system  may  have 
several,  and  paint  them  some  bright  color — green,  orange, 
or  red.  Distribute  these  among  the  stores.  These  are 
to  be  used  by  the  stores  when  a  pick-up  is  to  be  made 
out  on  the  route.  If  the  store  wants  the  driver  to  stop  at 
a  certain  address  and  pick  up  produce  or  return  some  ar- 
ticle, the  order  is  written  on  the  "Pick-up"  blank  and 
dropped  into  this  bright  colored  Pick-up  box.  This  box 
goes  out  in  the  regular  way  to  the  Central  Station  where 
it  is  placed  into  the  proper  district  where  the  pick-up  is 
to  be  made.  The  box  is  loaded  the  same  as  an  outgoing 
order.  Its  bright  color  is  a  constant  reminder  to  the 
driver  that-  a  pick-up  is  to  be  made  and  the  order  tells  him 
where   and  what  to  pick  up. 


(l-i) 


Blank  Forms 

Manifests  (Form  No.  1.) 

The  manifest  gives  a  complete  record  of  all  deliveries 
made.  When  properly  filled  out,  it  will  give  the  name  of 
the  store  sending  out  the  goods,  the  date,  the  time  the 
goods  were  sent,  the  numbers  of  the  delivery  boxes  sent 
out,  and  miscellaneous  goods,  like  brooms,  cans,  sack  and 
case  goods,  etc.,  all  such  goods  as  cannot  be  put  into  the 
delivery  boxes.  The  driver  checks  and  signs  the  manifest. 
It  thus  becomes  a  receipt  to  the  merchant  for  goods  taken 
by  the  delivery  company. 

The  manifest  is  made  in  duplicate,  the  delivery  com- 
pany taking  the  original  and  the  merchant  retaining  the 
duplicate.  The  manifest  should  always  be  filled  out  by 
the  clerk  or  merchant  so  as  to  avoid  error.  It  should  be 
ready  for  the  driver  so  as  not  to  delay  him. 

C.  O.  D.  Checks  (Form  No.  2) 

The  C.  O.  D.  Checks  used  by  the  merchant  in  tag- 
ging orders  to  be  collected  are  made  in  duplicate,  the  sec- 
ond sheet  being  of  tough  material  to  tie  to  the  package. 
These  C.  O.  D.  Checks  should  be  printed  in  two  colors. 
red  and  black;  the  red  checks  to  be  used  on  orders  which 
must  be  paid  for  or  returned ;  the  black  checks  to  be  used 
on  orders  going  to  persons  who  are  to  be  given  an  op- 
portunity to  pay.  but  which  may  be  left  and  no  further  ef- 
fort made  by  the  driver  to  collect  if  payment  is  not  made. 

The  original  C.  O.  D.  Check  should  be  retained  bv  the 
merchant  until  the  collection  is  turned  in  to  him.  When 
the  cash  is  turned  in  to  him  the  check  is  destroyed  or  filed. 

The  duplicate  C.  O.  D.  Check  which  is  attached  to  the 
goods  is. returned  by  the  driver,  with  money  if  paid,  with 
the  proper  notation  if  not  paid,  but  always  to  be  returned 
to  the  manager  of  the  delivery  company. 

Credit  Memos  (Form  No.  3) 

When  a  customer  pays  the  driver  for  an  account  on 
which  no  C.  O.  D.  Check  has  been  placed  by  the  store, 
a  Credit  Memo  is  issued  from  the  Credit  Memo  Book. 
These  memos  should  be  printed  in  triplicate  so  that  the 
driver  can  give  the  customer  the  original,  turn  in  the  du- 
plicate with  the  money  to  the  manager  and  retain  the 
triplicate  in  his  book  for  reference  and  protection. 

(15) 


All  collections  must  be  turned  in  to  the  manager  of 
the  delivery  company. 

Miscellaneous  Goods  Ticket  (Form  No.  4) 

This  form  is  made  in  duplicate  and  is  to  be  used  by 
the  stores  in  listing  all  heavy  or  miscellaneous  articles 
like  brooms,  oil-cans,  sack  goods,  etc.,  in  fact  all  articles 
that  cannot  be  put  into  the  delivery  boxes.  The  original 
ticket  is  pinned  or  stapled  to  the  sales  tag  on  which  the 
order  is  written  while  the  duplicate  is  used  by  the  mer- 
chants for  checking  their  deliveries  and  warehouse  stock. 

The  object  of  the  Miscellaneous  Goods  Ticket  is  to 
call  the  driver's  attention  to  such  articles  as  are  not  in  the 
delivery  box  with  the  rest  of  the  order.  Without  this 
ticket,  the  driver  is  very  apt  to  deliver  the  goods  in  the 
box  and  forget  the  miscellaneous  articles  until  later,  which 
will  necessitate  his  driving  back  again  to  make  the  de- 
livery. 

Item  Short  Tag  (Form  No.  5) 

This  tae  is  made  in  triplicate  and  is  to  be  used  by  the 
store  to  notify  the  customer  of  any  items  called  for  on  the 
order  which  cannot  be  sent  because  the  store  does  not  have 
them  in  stock  at  the  time  of  delivery.  One  copy  is  to  be 
pinned  or  stapled  to  the  order  and  saves  all  argument  be- 
tween the  driver  and  customer  about  shortage  on  the  or- 
der. The  other  two  copies  are  retained  by  the  store,  one 
being  sent  out  with  the  goods  which  were  short  in  the 
place  of  a  new  sales  slip,  while  the  third  copy  acts  as  a 
credit  memo  in  case  the  short  items  cannot  be  delivered 
at  all. 

Substitution  Tag  (Form  No.  6) 

This  tag  is  used  by  the  store  to  list  such  articles  as 
are  substituted  for  others  called  for  in  the  order.  To  il- 
lustrate: A  customer  orders  Heinz  Baked  Beans.  The 
Store,  being  out  of  that  brand,  substitutes  another  brand. 
The  substitution  should  be  noted  on  the  substitution  tag 
and  pinned  or  stapled  to  the  order.  This  explains  to  the 
customer  the  reason  for  the  substitution,  and  if  not  satis- 
factory- the  article  may  be  returned  without  argument 
with   the   driver. 

Notice  of  Call  (Form  No.  7) 
This  notice  is  used  by  the  drivers  of  the  delivery  com- 

(16) 


pany  and  are  left  under  the  door  when  a  call  is  made  with 
a  C.  O.  D.  order  and  the  customer  is  not  home  to  receive 
and  pay  for  the  order. 

Driver's  Cash  Reports  (Form  No.  8) 

These  forms  are  used  by  the  drivers  in  making  out  re- 
ports of  collections  and  are  turned  in  to  the  manager  with 
the  money  collected.  They  should  be  kept  on  file  for  fu- 
ture reference  and  protection  to  the  driver.  All  C.  O.  D.'s 
should  be  listed  by  number  whether  paid  or  unpaid  and  a 
complete  record  kept  of  all  C.  O.  D.'s  sent  out,  the  driver 
being  held  responsible  for  all  C.  O.  D.'s  sent  out  on  his 
route. 

Driver's  Route  Sheet  (Form  No.  9) 

It  is  desirable  that  the  driver  should  make  a  list  of  the 
deliveries  he  is  to  make.  This  list  is  made  out  while  load- 
ing preferably  in  duplicate,  so  that  the  driver  may  take 
one  on  his  route,  the  carbon  copy  being  kept  in  the  office 
by  the  manager.  This  route  sheet  makes  each  driver  re- 
sponsible for  goods  taken  out  by  him  and  also  gives  the 
manager  a  record  of  the  number  of  orders  taken  out  by 
each  driver.  By  listing  the  number  of  orders  taken  out  by 
each  driver  each  day,  it  is  easy  to  see  what  driver  is  handl- 
ing the  most  orders  and  will  assist  the  manager  in  equaliz- 
ing- the  work  among  his  men. 

Pick-Up,  or  Package  Call  Checks  (Form  No.  10) 

This  form  is  used  as  a  notification  to  the  driver  to  call 
for  or  pick  up  any  items  which  it  may  be  necessary  to 
return  to  the  store  for  credit.  Drivers  should  not  be  per- 
mitted to  accept  goods  for  return  without  a  notification 
of  this  kind.  This  will  prevent  abuse  of  the  return  goods 
privilege  and  at  the  same  time  provide  a  system  to  in- 
sure the  proper  entries  after  goods  arrive  at  the  store. 

It  is  made  in  triplicate.  One  copy  remains  in  the 
store  as  a  check  upon  the  calls.  One  copy  is  left  with  the 
customer  as  a  receipt  for  the  goods.  The  third  copy, 
which  should  be  printed  on  tough  material,  is  attached  to 
the  package  by  the  driver. 

The  blank  forms  mentioned  are  manufactured  by  the 
Pacific  Manifolding  Book  Co.,  Emeryville,  California. 
This  firm  carries  forms  No.  4,  5,  6,  &  10  in  stock,  and  will 
make  up  within  a  reasonable  time  any  order  submitted. 

For  the  convenience  of  Co-operative  Systems,  and  in 
order  to   overcome    any   delay  in    obtaining    supplies,   all 

(17)    .. 


blank  forms  will  be  carried  in  stock  by  the  author,  thus 
shipment  can  be  made  promptly.  Address,  E.  W.  Beim- 
fohr,  Shipping  Dept.,  141  So.  4th  Street,  San  Jose,  Cali- 
fornia. 

Judgment  should  be  used  in  ordering  these  blank 
forms.  A  comparatively  small  amount  will  be  necessary 
of  Forms  Nos.  3,  4,  5,  6,  7,  and  10,  while  Forms  Nos.  1, 
2,  8;  and  9  are  used  daily  and  a  liberal  supply  may  be  or- 
dered. 

If  all  stores  in  the  system  can  agree  to  not  have  the 
drivers  accept  any  collections  of  money  or  goods  from 
customers,  except  on  C.  O.  D.  orders  or  Pick-up  Slips, 
much  trouble  with  collections  will  be  eliminated.  No  mat- 
ter how  careful  or  honest  a  driver  is  he  may  at  busy  times 
forget  to  list  a  collection.  The  result  may  be  a  provoked 
customer  when  a  bill  reaches  her  for  the  account  already 
paid  or  credit  not  given  for  items  returned.  On  the  C.  O.  D. 
collections  it  is  impossible  for  the  driver  to  forget,  be- 
cause the  C.  O.  D.  Check  must  be  returned  with  the  money. 

There  is  a  distinct  advantage  to  the  store  in  hav- 
ing the  customer  pay  her  account  at  the  store  instead  of 
paying  it  to  the  driver.  It  brings  the  customer  into  the 
store,  which  gives  the  merchant  an  opportunity  to  get 
acquainted,  to  adjust  any  differences  which  may  have 
arisen,  and  to  sell  more  goods. 


4 

5*.      *-                                         A 

£  ■ 

l 

*          

C 

i—     »  ■  ■      * 

D 

* 

e 

, 

_. {._-, 

-  "£ 

75  ~ 

Floor  Plan  Central  Station 

Scale  96  to  1 

£ 

A     Top  shelf             B     Middle  shelf 
C     Bottom  shejf        D     Platform 
E     Space  for  backing  and  turning 
E     Also  for  storage  purposes 

Plate   1 

(18) 


C-3 


c  < 

,   -r'-- 

a      o° 

£ 


.-Jk-jgtM.  —  . 


-r#T- 


Floor  Plan  Central  Station 

Scale  96  to   I       '  

A   Space  (or  turning  and  backing 
B   Platform  C   Bottom  Shelf 

D   Middle  Shelf  E  Top  Shelf 

F   Alleyway  G  Driveway 


Plate   2 

CENTRAL  STATION 

While  companies  in  very  small  towns  may  be  operated 
without  a  Central  Station,  yet  it  usually  is  economy  and 
efficiency  to  have  one.  The  purpose  of  the  Central  Sta- 
tion is  to  have  a  place  where  goods  may  be  collected  for 
proper  distribution.  It  serves  a  purpose  similar  to  that 
of  the  Post  Office  in  the  distribution  of  the  mails. 

The  *ize  of  building  required  will  depend  upon  the 
number  of  vehicles  used  by  the  company.  It  should  be 
sufficiently  large  to  allow  plenty  of  room  for  the  vehicles, 
loading  platform  and  sorting  shelves.  (See  diagram  of 
platform  and  shelves). 

AYhere  eight  or  more  delivery  vehicles  are  used,  it 
adds  to  the  efficiency  of  the  company  to  have  the  sorting 
shelves  arranged  as  in  Plate  No.  11.  This  arrangement 
reduce?  the  distance  the  boys  must  travel  in  sorting  the 
orders.  In  a  smaller  company  the  arrangement  shown  in 
Plate  No.  1  is  sufficient,  and  less  expensive  of  construc- 
tion •  also  requiring  less  floor  space  to  accommodate  the 
vehicles.  Be  sure  to  get  a  building  large  enough  so  that 
no  time  is  lost  by  the  drivers  in  getting  into  place  at  the 
sorting  shelves. 

There  should  be  no  partitions  to  divide  the  shelves 
into  sections,  as    that    would    tend    to  obstruct    the  rapid 


a?) 


handling  of  the  goods.  With  a  paint  brush  draw  a  heavy 
line  across  the  shelves,  thus  marking  off  the  section  in- 
tended for  each  wagon.  Number  these  sections  to  cor- 
respond with  the  delivery  districts,  into  which  you  have 
divided  the  city,  as  shown  by  a  map  hung  in  a  conven- 
ient place. 

DELIVERY  DISTRICTS. 

Get  a  map  of  your  city  sufficiently  large  to  show  the 
streets  plainly.  Tack  this  to  a  backing  made  of  soft  half- 
inch  wood.  Study  carefully  the  distribution  of  the  popu- 
lation, and  arrange  your  districts  so  that  every  section  of 
the  city  will  receive  about  the  same  service,  and  each  driver 
have  the  same  amount  of  work  to  perform. 

1  f  you  are  to  use  some  autos  and  some  horse-drawn 
vehicles,  assign  the  autos  to  the  scattered,  out-lying  dis- 
tricts. 

When  you  have  decided  where  to  place  the  boundaries 
of  the  delivery  districts,  place  a  tack  at  each  corner  of  the 
district  and  run  a  string  along  the  streets  intended  for 
boundaries.  By  using  a  string,  you  can  change  it  at  will 
without  marring  your  map.  When  using  a  street  as  a 
boundary  line,  let  that  district  include  both  sides  of  the 
street.  This  avoids  the  necessity  of  two  wagons  on  the 
same  street. 

CHARGING    THE    MERCHANT    FOR    DELIVERY 
SERVICE 

For  the  first  month's  operation  of  the  company,  charge 
the  merchant  an  amount  equal  to  his  present  delivery  costs, 
or  enough  to  meet  operating  expenses  and  depreciation. 
Very  few  merchants  have  a  definite  idea  what  that  amount 
is.  In  arriving  at  this  amount,  all  items  which  contribute 
to  the  expenses  of  delivery  should  be  carefully  figured. 
These  are :  Interest  on  original  investment,  depreciation, 
breakage  and  loss  of  goods,  salaries,  repairs,  painting  of 
equipment,  insurance,  licenses,  all  operating  expenses,  gaso- 
line, tires,  greases,  oils,  horse  feed,  shoeing,  garage  and 
stable  rent,  messenger  service,  etc. 

After  the  company  has  been  in  operation  a  month,  it 
will  be  in  possession  of  the  exact  number  of  deliveries  sent 
out  by  each  firm,  and  an  equitable  basis  of  charges  can  be 
worked  out.  Some  merchants  will  consider  a  charge 
based  on  the  cost  of  delivery  of  each  individual  order  (an 
order  meaning  a  delivery  of  goods  to  any  one  address)  as 
the  most   equitable  method.       There   is  this   disadvantage 

(20) 


to  this  plan :  The  merchant  having  continually  in  mind 
that  every  order,  even  though  it  is  a  yeast  cake  or  a  loaf  of 
bread,  is  costing  him  6  cents,  8  cents,  10  cents,  or  whatever 
the  rate  happens  to  be,  will  be  apt  to  lay  aside  the  smaller 
orders  for  his  boy  to  carry  out  after  school,  or  may  even 
send  his  clerk  out  on  a  bicycle  to  deliver  them,  thus  leav- 
ing only  the  heavier  and  long  distance  orders  for  the  de- 
livery company.  This  is  unfair  and  makes  it  impossible 
for  the  delivery  company  to  depend  upon  the  source  of 
its  income.  The  result  will  be  that  in  a  few  months  it 
will  be  necessary  to  raise  the  rate,  which  will  work  a 
hardship  on  the  merchant  who  has  been  fair. 

The  best  method  is  to  fix  a  flat  rate  per  month,  based 
on  the  number  of  deliveries  sent  out  by  each  store.  (One 
hundred  pounds  or  any  fractional  part  thereof  delivered 
to  one  address  to  constitute  a  delivery).  Stores  sending 
out  the  larger  volume  of  business  should  have  a  rate, 
which  if  based  on  the  individual  delivery,  would  be  less 
than  the  store  sending  out  a  lesser  number  of  orders.  It 
costs  the  delivery  company  less  per  order,  to  pick  up  one 
hundred  orders  at  one  store  than  to  pick  up  the  same 
number  of  orders  at  ten  different  stores. 

It  would  be  impossible  to  fix  the  rate  to  be  charged 
in  any  city  without  knowing  local  conditions,  but  the  fol- 
lowing will  serve  to  illustrate  what  the  writer  means  by  a 
flat  rate  based  on  the  volume  sent  out.  We  will  say  that 
grocer  A  sends  out  between  1500  and  1600  orders  monthly 
and  you  had  found  that  10  cents  was  the  proper  rate  to 
charge  him  per  order,  strike  an  average  and  charge  him 
for  1550  deliveries  (1550  at  10  cents)  or  $155.00  per  month. 

B  sends  out  between  2500  and  2600  orders  monthly. 
Charge  him  for  2550  orders  at  9l/2  cents,  or  $242.25  per 
month.  C  sends  out  between  3000  and  3100  orders  per 
month  ;  charge  him  for  3050  orders  at  9  cents  per  order, 
or  $274.50  per  month.  D  sends  out  between  4700  and 
4800 ;  charge  him  for  4750  orders  at  8  cents,  or  a  flat  rate 
per  month  of  $380.00.  (The  amounts  used  above  have 
been  chosen  arbitrarily  and  are  not  to  be  taken  as  a 
standard.  It  may  not  cost  10  cents,  9  cents,  etc.,  in  some 
cities,  and  in  others  it  will  cost  more.  You  must  deter- 
mine that  after  operating  a  month.) 

You  will  see  that  by  this  plan  it  will  do  the  merchant 
no  good  to  deliver  some  of  the  goods  himself  as  he  is  apt 
to  be  charged  for  them  just  the  same,  because  an  average- 
is  struck  instead  of  charging  him  for  each  individual  de- 
livery ;  yet  volume  is  the  basis  of  the  charge. 

(21) 


COLLECTION  OF  GOODS 

Drivers  should  report  at  the  stores  to  make  the  pick- 
up several  minutes  before  the  schedule  so  as  to  have  every- 
thing loaded  ready  to  leave  precisely  on  time.  Bring  the 
goods  to  be  delivered  to  the  Central  Station  as  promptly 
as  possible.  If  a  load  is  ready  before  the  time  schedule, 
take  it  to  the  Central  Station  and  route  it,  then  return  for 
the  remainder  of  the  orders. 

AYhen  goods  are  returned  from  the  customer,  she  is 
given  a  credit,  the  duplicate  is  placed  on  the  goods  and 
the  goods  returned  by  the  next  pick-up  wagon. 

All  containers  sent  out  to  be  returned  to  the  store, 
must  be  plainly  marked  with  the  store's  name. 

Should  the  merchant  want  a  driver  to  pick  up  pro- 
duce while  out  on  his  route,  or  return  some  article,  he  will 
write  the  order  on  a  Pick-up,  or  Package  Call  Check  and 
drop  it  into  a  "Pick-up  Box"  provided  for  that  purpose. 
This  written  order  is  sent  to  the  Central  Station  just  the 
same  as  an  out-going  order.  There  it  is  turned  over  to 
the  driver,  who  is  to  make  the  pick-up. 

OPERATION   OF   COMPANY. 

The  operation  of  the  company  is,  no  doubt,  already 
clear  to  the  reader.  It  consists  of  the  simple  operation 
of  the  deliverymen  calling  at  the  co-operating  stores,  ac- 
cording to  the  schedule  agreed  upon,  picking  up  all  or- 
ders ready,  checking  and  signing  the  manifest,  and  bring- 
ing the  goods  and  the  original  of  the  manifest  to  the  Cen- 
tral Station  where  the  manifest  is  hung  on  a  hook  for  the 
manager,  and  the  goods  are  routed  according  to  the  de- 
livery districts  into  which  the  orders  are  going.  Y\  hen  all 
orders  are  routed,  they  are  reloaded  by  the  deliverymen  so 
as  to  unload  most  conveniently  on  the  route.  Upon 
completing  delivery,  the  men  stop  at  the  store  nearest 
their  delivery  route  and  again  pick  up  all  orders  ready  for 
the  next  deliver}-. 

If  for  any  reason  a  driver  is  late  in  returning  from 
his  route,  his  pick-up  should  be  made  by  one  of  the  other 
men,  so  that  the  tardiness  of  one  does  not  delay  all  oth- 
ers. In  operating  a  large  company,  it  is  an  excellent  plan 
to  give  the  foreman  a  very  small  route  so  that  after 
completing  his  deliveries,  he  can  at  once  begin  making  the 
pick-ups  and  thus  avoid  the  possibility  of  having  to  wait 
for  some  driver  who  may  be  late.  The  object  should  be 
to  always  operate  the  wagons  promptly  on  schedule  time. 

If  the  company  is  being  operated  without  a   Central 

(22) 


Station,  the  goods  are  routed  by  the  clerks  at  the  time 
the  orders  are  put  up.  A  place  is  arranged  at  the  rear 
of  the  store  where  the  goods  are  placed  according  to  the 
routes  into  which  they  are  to  go.  Each  driver  calls  at 
each  store,  picks  up  the  goods  going  into  his  district  and 
delivers  directly  to  the  customer. 

PRIVATE   OWNERSHIP    OF   THE    DELIVERY 
SYSTEM. 

In  some  cities  where  the  feeling  among  the  merchants 
is  not  conducive  to  the  fostering  of  a  co-operative  spirit, 
it  may  he  advisable  to  have  some  private  individual  or 
firm  not  connected  in  any  way  with  the  merchants,  own 
and  operate  the  delivery  system.  This  has  been  done  very 
successfully  in  many  cities.  Garage  and  transfer  men 
have  found  it  profitable  to  operate  a  delivery  system  in 
connection   with   their   business. 

The  operation  of  the  company,  under  private  owner- 
ship, is  just  the  same  as  outlined  above  for  the  co-operative 
plan.  It,  however,  eliminates  the  necessity  of  the  mer- 
chants incorporating  and  employing  a  manager. 

The  equipment  may  be  bought  outright  by  the  per- 
son owning  the  delivery  system,  or  may  be  disposed  of 
elsewhere  by  the  merchant. 


(23) 


Instructions 


To  Clerks  and  Merchants 

Stamp  your  firm  name  on  all  C.   O.   D's.     Put  a  red 

C.  O.  D.  on  orders  which  you  want  collected  or  returned. 
Put  a  black  C.  O.  D.  on  orders  going  to  customers  whose 
credit  is  good  but  who  are  to  be  given  an  opportunity  to 
pav  the  driver.  Fill  out  C.  O.  D.  carefully  and  fasten  to 
order.     Keep  the  original  until  collection  is  reported. 

Place  no  C.  O.  D.  on  a  regular  charge  account.  Send 
out  your  regular  sales  tag  same  as  heretofore.  Always  put 
number  of  box  on  the  sales  tag.  Then  if  lost  off  it  can 
be  traced  easily  to  the  box  containing  the  order. 

Put.  Street  Address  on  Each  Order.  If  residence  has 
no  address,  give  explanation  such  as  will  assist  the  driver 
in  locating  it. 

Put  Only  One  Order  in  a  Box.  Use  size  of  box  best 
suited  to  size  of  order.  Do  not  heap  the  boxes.  If  neces- 
sary use  two  boxes.     If  heaped,  goods  may  be  crushed. 

Containers  belonging  to  the  Stores  and  to  be  returned 
after  delivery  is  made,  must  be  marked  with  the  store's 
name. 

Deliveries  That  Cannot  Be  Put  Into  a  Box  must  be 
tagged  with  the  customer's  name  and  address.  Also 
listed  on  a  Miscellaneous  Goods  tag  and  this  tag  stapled 
or  pinned  to  the  sales  tag. 

The  Manifest  Is  Your  Recepit  and  Should  Be  Filled 
Out  Caretully.  Do  not  expect  the  Driver  to  Do  It.  He 
may  not  have  time.  If  a  customer  calls  up  and  asks 
whether  her  goods  are  on  the  way,  glance  over  the  mani- 
fest. If  through  your  negligence  you  have  not  filled  her 
order,  do  not  blame  the  delivery  company.  It  will  create 
the  wrong  feeling  against  the  company  will  do  you  no 
good. 

Do  Not  Leave  Work  for  Drivers  to  Do.  They  may  not 
return  in  time.  They  will  assist  you  if  they  have  spare 
time,  but  do  not  depend  on  it. 

After  Putting  Up  Orders,  Put  Them  in  the  Most  Con- 
venient Place  for  Loading.  If  the  driver  is  late,  help  him 
load  and  get  away. 

(24) 


Do  Not  Hold  the  Drivers  After  the  Time  Scheduled  to 

Leave.  It  will  get  both  you  and  him  into  trouble  with  the 
manager. 

Watch  Your  Orders.  Send  out  only  those  that  should 
go.  It  will  help  to  get  those  that  should  go  to  the  cus- 
tomer in  shorter  time.  If  goods  leave  your  store  they 
will  be  delivered  on  that  delivery,  unless  out  of  bounds 
of  that  delivery.  By  a  little  help  from  you,  the  com- 
pany can  best  serve  all. 

Do  not  hesitate  to  notify  the  manager  of  any  com- 
plaint. 


Instructions  to  Drivers 


Avoid  Mistakes.  One  mistake  can  mar  a  month's  good 
service.     Work   quickly   but   carefully. 

Be  Courteous  to  Every  One  and  Show  Favoritism  to 
no  One.  Remember  you  are  working  for  the  Delivery 
Company  and  not  for  any  one  store  in  particular.  Al- 
ways be  courteous  to  both  customer  and  merchant  no 
matter  how  you  may  feel ;  then  if  you  have  a  grievance, 
take  it  up  with  the  manager. 

"A  Silent  Tongue  Shows  a  Wise  Head".  Use  your 
head  all  the  time  and  your  tongue  as  little  as  possible. 
See,  hear,  and  TELL  nothing  about  any  firm's  business. 
This  rule  must  be  enforced. 

If  an  Order  is  Tagged  With  a  Red  C.  O.  D.  it  Means 
that  the  Order  is  to  be  Collected  for  or  the  Goods  Returned. 
When  tagged  with  a  BLACK  C.  O.  D.,  ask  the  customer 
whether  she  wants  to  pay.  If  she  offers  any  excuse,  leave 
the  goods,  mark  the  excuse  given  on  the  C.  O.  D.  tag  and 
turn  it  in  to  the  manager.  When  a  customer  pays  an 
account  on  which  there  is  no  C.  O.  D.,  or  if  she  returns 
goods,  jug,  crate,  bottle,  or  any  thing  for  which  she  has 
been  charged,  give  her  a  credit  memo  from  your  book. 
This  credit  will  be  made  out  in  triplicate.  Give  the  cus- 
tomer the  one  printed  "Customer's  Copy",  turn  in  the 
"Office  Copy"  with  the  money  or  the  goods,  and  keep  the 
triplicate  in  your  book  for  reference.  Always  make  a  rec- 
ord of  your  collections  before  receipting  the  customer's 
bill.     This  will  prevent  you  from  forgetting  where  you  got 

(25) 


the  money.  When  an  order  is  tagged  with  a  C.  O.  D.  tag, 
you  do  not  have  to  make  a  record  of  your  collection. 
Simply  put  the  money  and  the  C.  O.  D.  tag  in  your  pocket. 
Turn  in  all  collections  to  manager — not  to  the  merchant. 
Always  receipt  the  customer's  bill. 

If  you  break  down  on  your  route  and  it  will  require 
some  time  to  get  in  or  if  you  need  help,  get  in  touch  with 
the  manager  as  quickly  as  possible.  If  you  will  be  late 
in  returning  from  your  route,  call  the  manager  by  phone, 
if  convenient,  so  that  he  can  arrange  to  have  some  one 
make  your  pick-up. 

Watch  your  equipment  closely.  Careful  driving,  prop- 
er care,  and  a  liberal  use  of  oil,  will  save  money  and 
trouble. 

Kindly  avoid  all  unnecessary  talking  and  "joshing" 
while  at  work.  There  will  be  time  for  that  when  we  are 
through.  Smoking  is  often  very  objectionable  to  both 
customer  and  merchant,  so  please  refrain  from  smoking 
while  delivering  or  making  your  pick-up. 

A  helpful  spirit  among  the  crew  will  make  things  g(^ 
smoothly.  Don't  be  afraid  to  help  the  other  fellow  when 
his  route  is  heavy.  He  is  expected  to  help  you  under  simi- 
lar conditions.  By  working  together  all  will  get  through 
in  time  and  the  customers  and  merchants  will  get  the  best 
service. 

Exercise  great  care  with  your  collections  and  cash 
Make  out  your  cash  report  carefully  and  if  over  on  your 
cash,  report  it  to  the  manager  and  note  it  on  the  report, 
then  claims  from  customers  can  be  traced  to  your  sur- 
plus as  shown  by  your  report. 


Instructions  to  Manager 


1.  When  starting  a  Delivery  System,  select  your 
crew  from  the  men  already  in  the  service.  Never  employ  a 
stranger  who  does  not  know  the  town. 

2.  After  selecting  your  crew,  get  a  map  of  the  city 
and  discuss  with  them  the  best  division  for  delivery  dis- 
tricts. They  are  over  the  ground  daily  and  can  give  you 
valuable   suggestions. 

(26) 


3.  "When  the  delivery  routes  have  been  fixed,  and 
numbered,  drill  your  crew  by  calling  addresses  from  a 
directory  and  asking  for  the  numbers  of  the  district  in 
which  the  address  is  located.  If  in  a  large  city,  write  ad- 
dresses on  slips  of  paper  and  drop  these  into  boxes.  Then 
have  the  deliverymen  route  the  boxes  as  they  would  if 
filled  with  an  order  going  to  that  address. 

4.  Insist  on  promptness.  A  deliveryman  should  be 
on  hand  in  time  in  the  morning  in  order  that  he  may  give 
his  car  proper  attention.  He  should  leave  the  store 
promptly  on  schedule  time.  Unless  you  are  firm  on  this 
point,  you  will  soon  be  in  trouble. 

5.  See  that  drivers  give  proper  attention  to  their  car. 
Care  will   save  garage  bills. 

6.  List  the  manifests  every  evening  and  see  that  none 
are  missing.  For  this  "purpose  get  a  book  ruled  with 
enough  columns  to  the  page  so  that  every  store  in  the  de- 
livery system  can  have  a  column.  Head  the  columns  with 
the  names  of  the  firms  you  are  delivering  for  and  list  the 
deliveries  each  day  under  these  headings.  This  will  give 
you  a  complete  record  of  the  number  of  deliveries  sent  out 
from   each  store. 

7.  Keep  a  separate  expense  record  of  each  car.  It 
will  show  you  the  weak  spots  in  both  drivers  and  equip- 
ment. 

8.  Keep  a  mileage  record  of  each  tire.  It  will  enable 
you  to  buy  to  the  best  advantage.  Have  a  speedometer 
on  each  car  and  record  mileage  at  least  monthly.  Keep 
a  record  of  gallons  of  gasoline  used.  If  you  are  not  get- 
ting the  mileage  out  of  a  gallon  that  you  should,  examine 
the  car  and  watch  your  driver. 

9.  Correct  all  errors  and  complaints  promptly. 

10.  Watch  and  attend  to  every  detail  closely.  The 
success  of  your  delivery  system  will  depend  on  it. 

11.  Report  collections  made  by  drivers  early  each 
morning  to  the  merchants.  The  bookkeeper,  or  cashier  of 
the  various  stores  usually  likes  to  get  collections  of  the 
previous  day  checked  up  early  in  the  day.  Make  this  re- 
port in  duplicate  and  retain  copy  for  reference.  Re- 
port all  C.  O.  D.'s  by  number  whether  paid  or  not. 

12.  Insist  on  accuracy,  courtesy,  promptness  and  fair- 
ness. 


(27) 


Tires 


Keep  your  tires  properly  inflated. 

Stop  when  you  get  a  puncture.  The  best  way  of 
ruining  a  tire  is  to  run  it  flat. 

Start  and  stop  your  car  gently.  Every  time  you  let 
the  clutch  go  with  a  bang  and  the  car  jumps  forward  like 
a  scared  rabbit,  you  tear  fifty  cents'  worth  of  rubber  off 
of  the  rear  tires.  Every  time  you  drive  up  to  your  stop  at 
twenty  miles  an  hour  and  jam  on  your  brakes  and  lock 
the  wheels,  you  scrape  off  another  fifty  cents'  worth  of 
rubber.  These  things  not  only  damage  the  rubber,  but 
injure  the  inner  fabric. 

Keep  your  brakes  properly  adjusted.  Brakes  on  the 
rear  wheels  should  be  adjusted  so  that  the  tension  is  the 
same  for  each  wheel. 

Keep  your  wheels  in  proper  alignment. 

Lubricate  your   springs  frequently. 

Drive  slowly  around  corners. 

Find  out  full  extent  of  tire  injuries.  When  you  hit  a 
stone,  car  track,  grade  crossing  or  some  other  protrub- 
rance  with  unusual  force,  the  chances  are  one  or  more  of 
your  tires  will  be  severly  bruised.  At  the  earliest  op- 
portunity take  off  and  examine  the  fabric  on  the  inside. 
Quite  often  tire  bruises  are  scarcely  visible  on  the  out- 
side, while  inside  the  fabric  may  be  badly  torn. 

Use  care  when  backing  or  approaching  curbs. 

Pick  your  roads  whenever  you  can.  Slow  down  over 
the  rough  spots.  Keep  your  eyes  open  and  avoid  hitting 
stones,  etc. 

Carry  spare  tubes  in  a  clean  box  with  a  little  French 
chalk. 

A  tire  should  carry  twenty  pounds  of  pressure  to  the 
inch.  Eighty  pounds  pressure  for  a  four  inch  tire,  sixty 
pounds  for  a  three  inch  tire.      Keep  the  pressure  up. 


(28) 


Employment  Contract 

- ,   191 

I   hereby   make   application   for   employment   with   the 

Delivery  Company  with  a  full 

and  complete  understanding  that  if  employed  I  am  to  ob- 
serve and  abide  by  the  following  conditions : 

That  the  company  shall  retain  $25.00  of  my  salary  as 
a  bond  for  the  proper  performance  of  my  duties  while 
employed  by  the  company. 

That  pay  days  are  to  be  on  the 

days  of  each  month. 

That  in  the  event  I  desire  to  quit  the  employ  of  the 
company,  I  agree  to  give  it  two  weeks'  notice  of  such  in- 
tention. 

That  I  am  to  be  held  responsible  for  all  cash  collected 
and  goods  entrusted  to  me,  and  will  pay  in  full  for  all 
goods  lost,  damaged,  and  broken,  due  to  carelessness  on 
my  part. 

That  I  am  to  keep  on  hand  the  full  amount  of  change 
given  me  by  the  company,  and  keep  it  in  small  coin  con- 
venient for  use  in  making  change. 

That  I  will  give  my  outfit  all  necessary  attention  in 
so  far  as  time  will  permit,  and  in  every  way  work  for  the 
best  interests  of  the  company. 

In  case  of  discharge  for  any  reason,  the  bond  shall  be 
held  by  the  company  until  accounts  and  collections  can  be 
checked  up. 

,     Street 

Signature 

Phone  Age 

Reference •. 


We  hereby  employ at  a 

salary  of    per    month,    subject    to  the    above 

named  conditions. 

Date  The Delivery  Co. 

By 


(29) 


I  hereby  accept  employment  with  the 

Delivery  <'<>.    at  the  above  named  salary,  subject  to  all  the 
conditions  above  written. 

Date 

Signature 


c.«)) 


A  GREASE  AND  OIL  SCHEDULE  TO  KEEP  YOUR 
CAR  YOUNG 

Spare  the  oil,  and  you  will  spoil  your  car.  Always 
use  good  oil  and  plenty  of  it.     Do  the  following: 

EVERY   DAY 

Part  Quantity  Lubricant 

Grease  cups  on  springs two  turns  cup  grease 

or  if  oil  cups fill  cyl.  oil 

Spring  shackles few  drops 

Steering  knuckles  and  tie  rods two  turns  cup  grease 

column  two  turns  cup  grease 

Crank  case,  to  oil  level add   as  needed  cyl.   oil 

EVERY  WEEK 

Distributor  shaft  oil  hole few  drops  cyl.   oil 

Distributor  shaft  grease  cups  ...one  turn  cup  grease 

Rear    wheel    hub    oil    holes    few  drops  cyl.   oil 

Brake   and   clutch   pedal    hubs    few  drops  cyl.  oil 

Brake  rocker  shaft  bearing  few  drops  cyl.  oil 

Front  engine  support  two  turns  cup  grease 

LTpper  steering  column  few  drops  cyl.   oil 

Gear  shift  lever  ball  socket  few  drops  cyl.   oil 

Clutch   release  yoke   bearing-  few  drops  cyl.  oil 

Starting  gear  screw  shaft  few  drops  cyl.  oil 

Speedometer   swivel   two  turns  cup  grease 

EVERY   MONTH 

Universals    pack  cases  cup  grease 

Drain  crank  case  oil  and  flush 

with  kerosene  refill  cyl.   oil 

Front    wheel    bearings    pack  hubs  cup  grease 

Rear  wheel  bearings  pack  hubs  cup  grease 

Spring  leaves  graphite 

Speedometer  shaft  few  drops  cyl.   oil 

Starter  and  generator  oil  holes    few  drops  machine  oil 

Steering  reach  rod  pack  ends  cup  grease 

EVERY  THREE  MONTHS 
Drain  transmission  and  flush 

with  kerosene  refill  heavy  oil 

Drain  rear  axle  housing  and 

flush  with  kerosene  and  cyl.  oil  heavy  oil 

These  instructions  need  slight  variations  in  detail  to 
fit  various  makes  of  cars.  But  in  principle  they  may  be  ap- 
plied to  all. 

(31) 


THIS  BOOK  is  mrr. 
AN  INITIAL  pT^T 

°AV    AND    ^V°80C^^0NTHP?NALTY 
OVERDUE.  $f°°    ON    THE    seveNt°URTH 


-l00m-8,'34 


UNIVERSITY  OF  CALIFORNIA  LIBRARY 


